36% of Managers Reported Alarming Levels of Stress and Reporting by 2024

Amidst the growing rift and mistrust between management and employees, the Communication and Work Wellbeing Survey, recently conducted by Firstup, paints a clear picture that stress at work is common, with 60% of respondents reporting that their jobs are the main source of stress.

A new study out today shows alarming levels of stress and burnout among executives, with many considering leaving their jobs. A second new study finds that rising global managers fail to demonstrate adequate conflict management skills—all amid “The Great Unbossing” process as Amazon attacks customer service managers more than 100 this week.

Mental Safety and Work Well-Being

According to The Workforce Institute, managers have a greater impact on a person’s mental health than a doctor or therapist. It’s no wonder that a Gallup report found that managers are more likely to be stressed, angry, sad and lonely than non-managers, given the heavy responsibilities that fall on their shoulders. them, along with the difficult economic, political and social situation.

A new report from meQuilibrium reveals that 36% of executives are more likely to report feeling burned out and 24% would consider leaving their jobs in the next six months, compared to and non-executives. Horrific levels of lower-level management stress and burnout can affect employee engagement, motivation, productivity and performance.

Despite the stress they are under, managers bring benefits to the mental health of employees, according to the meQuilibrium report. Employees who were well supported by management were 25% less likely to struggle with somatic symptoms of stress, 33% less likely to struggle with morning motivation and 56% less likely of the possibility of high work pressure. The prevalence of burnout was reduced by 58% in employees with strong management support for mental health. Employees who feel poorly supported by their supervisor are 4.5 times more likely to be at risk of retention.

The report emphasizes that strong managers boost psychological safety by as much as 42%. It emphasizes that improving the well-being of managers should be a priority for the organization because it is managers who create psychologically safe environments – where employees feel comfortable taking risks and sharing ideas.

The report adds that effective managers are the first line of defense against increasing workplace violence. Due to growing political and social divisions, as well as widespread economic pressures, workers with strong management support say they are 66% less likely to report having work experience. In order to effectively support their teams, managers must actively manage their mental health, which will not only improve their ability to lead effectively but also model good employee behavior. they see.

The problem with CConflict Management

DDI has released new information on managers’ increasing ability to manage conflict in the workplace. DDI’s assessments of more than 70,000 executive candidates worldwide found that almost half (49%) fail to demonstrate conflict management skills and only 12% demonstrate high skills in this area. Managers’ inability to clarify issues, provide support and empower team members hinders productivity and morale, the report says.

According to Stephanie Neal, director of DDI’s research and practice center, “Due to rising political tensions and growing employee distrust of leaders, workplaces are changing and conflict can have a negative impact on entire organizations, hindering productivity, creativity and morale—and ultimately raising turnover.” Neal insists that now is the time for leaders to address the issue of conflict management.

The study reports that leaders perceive conflict management as a weakness, with only 30% of leaders expressing confidence in their ability to manage conflict. DDI’s leadership assessment revealed specific gaps that contribute to conflict management failures among potential frontline leaders, including the following:

• 61% of executive candidates have difficulty clarifying key issues. Studies show that Common pitfalls include leaders assuming they have all the information or second-guessing employees’ intentions. They also reveal that conflicts often stem from a lack of understanding, so it is important for leaders to seek clarification before differences can become a conflict.
• 65% of management candidates indicate difficulty in providing support and resources to their team. The results show that many managers fail to prepare conflict discussions, which leads to misunderstandings and insufficient support. The report concludes that organizations should prioritize building leaders with emotional intelligence and empathic skills, so they are prepared when difficult conversations arise.
• 60% of executive candidates have difficulty empowering others. This study believes that encouraging employees to manage conflict is important to solving problems and strengthening team dynamics. It encourages leaders to develop their ability to ask open-ended questions and involve team members in developing solutions.

Cut or Invest in Managers?

Tacy M. Byham, CEO of DDI recognizes the importance of supporting the new generation of managers. “Although poorly managed conflicts are a major business risk, conflicts also provide an opportunity for healthy debate, ultimately resulting in positive change because difficult issues have been clarified’ and all groups were willing to challenge their thinking,” Byham says. “By helping the next generation of leaders develop the skills to deal effectively with conflict, organizations can foster innovation and growth through focused and connected teams.”

However, another growing trend is the downsizing of middle management positions—a move that has far-reaching implications for US workers. Many business leaders argue that middle managers are a necessary link between employees and senior leaders, and they need more support because of the pressures they are under.

According to Jamie Aitken, vice president of HR transformation at Betterworks, there are many challenges to terminating managers. “This move may seem like an appeal for more agility and less bureaucracy, but cuts can damage employee morale and commitment,” Aitken told me via email. “Without the support and guidance of experienced managers, employees may struggle with clarity, direction and professional growth, which can ultimately affect organizational success and business results.”

The meQ report concludes that the evidence is irrefutable that managers are important to employee well-being and performance. It offers several actions for how organizations can make executive well-being a top priority:

• Use evidence-based methods for building resilience so that managers can recognize and replace unproductive thinking patterns with more effective ones.
• Prioritize self-care and direct managers who are struggling to find environmentally friendly resources.
• Foster a culture of support where talking about mental health is not stigmatized.

Aitken argues that middle managers are more than just administrative units within a company, emphasizing the fact that they provide the essential support, guidance and motivation that are essential for maintaining effective employees. “The benefits of investing in the development of managers – by providing them with the right tools and technology – are far greater than eliminating them,” he insists.